Numerous studies have explored the influence of Airbnb on the tourism and hospitality industry. However, relatively few studies have focused on customer engagement. Considering its crucial role of boosting customer satisfaction and behavioral intentions (Harrigan, Evers, Miles, & Daly, 2017; So, King, Sparks, & Wang, 2016), there is a great need for research into Airbnb in terms of customer engagement. Therefore, this study aims to investigate customer engagement, satisfaction, and behavioral intentions among Airbnb users. This study recruited a total of 374 US Airbnb users through Amazon Mechanical Turk (MTurk), which has been increasingly adopted to collect samples in tourism and hospitality studies. Data analysis for structural equation modeling (SEM) was conducted to determine the effects of customer engagement on satisfaction and behavioral intentions of Airbnb users. The results show that customer engagement plays a crucial role in Airbnb user experiences. This study contributes to tourism and hospitality research by applying a customer engagement scale previously developed by So et al. (2016) to examine the relationship between customer engagement and behavioral intention to use Airbnb. In addition to this relationship, satisfaction was included as a mediator to better grasp the importance of customer engagement and the role of satisfaction among U.S. Airbnb users. This research also extends the current literature of Airbnb by examining, through an empirical approach, how customer engagement with Airbnb impacts its users’ behavioral intentions.

Over the past decade, the advances in the Internet of Things has allowed WiFi infrastructure to track the movement and location of smart devices. This innovative technology is sometimes referred to as wireless analytics or offline / in-store visitor analytics. Similar to an offline or instore version of website analytics, wireless analytics can infer instore shopping behavior from analyzing the dwell time, movement, and behavior of a smart device within a designated vicinity. The study was carried out at an activation area of food trucks at an Australian metropolitan university. Visitor analytics were gathered by using a wireless analytic modem that was configured to ping and pick up wireless signal emitted by smart devices within the radius of the food truck area. Challenging past research on pop-stores, our findings show that novelty of pop-up food trucks may not necessarily predict their success and consumers tend to prefer familiar food trucks at the Australian metropolitan university. In fact, the presence of novel food trucks may encourage consumers to walk-by without any interaction with the food trucks.

Introduction Frontline employees (FLEs) play a very important role in service delivery due to the interactive nature of the service encounter. They span the boundary between the firm and its customers and service firms rely on their FLEs to deliver their promise and create a favorable company image to customers (e.g., Bitner et al., 1990). Considerable previous research addresses how effective management practices and supportive work environments will induce positive attitudinal and behavioral responses of FLEs, which will, in turn, contribute to the positive customer perceptions of the service providers (e.g., Hartline and Ferrell 1996). In other words, the relationship quality or the exchange quality of the employee-organization interface will have a spillover effect on that of the customer-organization interface. But the question examined here is: can this spillover effect occur in an opposite way? In other words, will firms’ treatment of customers shape the employees’ relationship with their firms? With a few exceptions, limited research has paid attention to this inverse relationship. The purpose of our research is threefold: (1) to investigate whether employee perception of customer injustice can influence employees’ psychological contract violation with the firm, (2) to examine whether role conflict mediates the relationship between customer injustice and psychological contract violation, and (3) to explore the moderating impacts of customer identification on the mediation effect of role conflict. Method We conducted an experiment using a 2 (customer injustice: high vs. low) x 2 (customer identification: high vs. low) between-subjects factorial design. Two hundred participants were recruited from Amazon Mturk. Twelve responses were deemed unusable and excluded from the study, resulting in a final sample size of 188 (53.7 % female; age ranging from 18 to 65). Each participant was randomly assigned to one of the four experimental scenarios that corresponded to a combination of the two manipulated factors at either high or low level. All manipulations worked as intended. To analyze the moderating effect of customer identification via role conflict, we used the procedure of Hayes (2013) to estimate a conditional process model. We also controlled for the effects of empathy, income, and ethnicity. To test whether the indirect effect of injustice on contract violation is moderated by customer identification, an index of moderated mediation proposed by Hayes (2014) was calculated. To test whether this index is statistically significantly from zero, a 95% confidence interval was calculated for this index by bootstrapping 5,000 samples. The confidence interval of this index is .0162 to 1.1105, indicating the indirect effect is significantly moderated by identification. The results showed that the indirect effect of customer injustice via role conflict on contract violation is only significant (p< .05) when customer identification is high. In other words, when customer identification is low, the effect of injustice on contract violation is not mediated through role conflict. Research implications Our research provides empirical evidence that FLEs are sensitive to the treatment of customers by the firm. The traditional wisdom in the sales literature is that “if you treat your employees well, they will treat your customers well.” Our study complements this “trickle-down effect” in the extant literature and demonstrates a “bottom-up effect” that the firm’s unfair treatment of customers will adversely influence employees’ relationship with their firm. Our research also offers important insights into why customer injustice may lead to FLEs’ perceived psychological contract violation with the firm. Previous sales research suggests that role conflict can be influenced by an organization’s structure and culture as well as salespeople’s job characteristics (Singh 1998; Barnes et al. 2006). Our study complements these findings and identifies perceived customer injustice as a new role stressor of FLEs. In addition, our research reveals that the mediating effect of role conflict is moderated by customer identification. Customer identification increases the likelihood that customer injustice would manifest in a psychological contract violation via increased role conflict. The findings of this research also have several managerial implications. First, service and sales managers should be aware of the negative consequence of unfair customer treatment by the firm and how it may eventually jeopardize employees’ relationship with the firm. Second, managers should consult with their FLEs when implementing any new customerfacing policies to understand how these policies would impact FLEs’ other duties of serving customers. Finally, FLEs may form strong identification with their customers, which may amplify the negative consequence of customer injustice on psychological contract violation. Managers should try to counteract FLEs’ over-identification with customers by increasing organizational identification.

Introduction The traditional approaches on corporate social responsibility communication are revealing to be unable of raising awareness and increasing stakeholders’ empowerment, often failing to improve positive relationships with consumers. In this study, the digitally co-created CSR activities will be explored using a more general approach, which will also take into consideration these philanthropic activities, i.e. the activities where companies invite stakeholders to participate in the resolution of a social issue but without asking them to buy the brand’s products. Moreover, in the present study, interactivity and freedom of cause' choices are both believed to be two mechanisms that play a key role in generating more empowered stakeholders, with increased propensity for participating in co-created CSR initiatives. Therefore, it is important to analyse digitally co-created CSR activities since it may represent a major opportunity for organizations to add value and meaning to stakeholders (and even for society at large), where the two parties work together to solve a social issue. Theoretical development The World Business Council for Sustainable Development (WBCSD, 1999) defined Corporate Social Responsibility as the “continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large.” Although previous findings regarding the financial implications of CSR might have been ambiguous, there is an increasingly acceptance about the positive outcomes these activities have in building brand equity, brand image (Esmaeilpour & Barjoei, 2016), in improving reputation, trust and loyalty among consumers (Stanaland et al., 2011) and in the willingness consumers have to purchase and possibly even paying higher prices for products of firms with more CSR engagement (Servaes & Tamayo, 2013). Additionally, with consumers’ and other stakeholders’ (e.g., employees, channel partners, regulators) increasing expectations that organizations should behave in socially responsible ways (Mishra & Modi, 2016), CSR has become an integral part of business practice over the last years, with many firms dedicating a section of their annual reports and corporate websites to CSR activities (Servaes & Tamayo, 2013). Arrillaga-Andreessen (2016) notes that the new generations seem to have social consciousness embedded in their DNA. They are united in wanting to do more than acquire material riches and measure success by their ability to transform the lives of others. Their question is not “What do I want to be when I grow up?” but “How will the world be different because I lived in it?”. In Euromonitor’s Top 10 Global Consumer Trends for 2015, Consumer Trends Consultant Daphne Kasriel-Alexander states that consumption is increasingly being driven by the heart: consumers are making choices defined by their positive impact on the world and community. Despite the strong interest in CSR activities, particularly in its outcomes, in firms’ value and branding, there is yet little research and empirical studies regarding the effects of these activities in a social media context. This exploratory research aims to fill this gap, by focusing on the branding outcomes a CSR activity can generate while communicated in Social Networking Sites (SNS) and using participatory approaches. Some researchers already found it questionable how stakeholder dialogue and engagement through corporate websites and CSR reports are accomplished and if they necessarily lead to greater stakeholder participation (Chaudhri, 2016). Thus, one of the research objectives is to examine if using a participatory CSR activity in social media rather than (or, at least, combined with) the traditional approach of communicating CSR performance on firms´ annual reports can generate greater outcomes for brands, especially by testing if these activities can raise awareness, increase participation and empowerment levels. Some authors (Du et al., 2010) found two key challenges regarding CSR communication: the first one is the need for higher levels of awareness, as several researchers already found that a company can only benefit, enhance critical branding outcomes and even increase firm value through CSR activities if it has a high advertising intensity. These activities have low or negative impact on firm value for firms with low advertising intensity, sometimes with costs outweighing the benefits, as the lack of customer awareness about CSR activities represents a major limiting factor for their ability to respond to such activities (Servaes & Tamayo, 2013). Thus, Sen et al. (2006) argue that to reap the positive benefits of CSR, companies need to work harder at raising awareness levels. Although not every firm might experience high levels of awareness (since not every organization can support high advertisement intensity or already have strong branding), this research responds to the call for further research by “exploring channels available for dissemination of CSR activities” (Servaes & Tamayo, 2013:1059), in particular, the social media channels, and by providing new research on “the extent to which these new social and communicative arrangements are being realized by organizations and stakeholders and the attendant implications for CSR communication”, as it currently represents an “evolving area of investigation” (Chaudri, 2016, p.422). Therefore, once it is recommended that companies work on increasing CSR awareness levels, social media sites, such as Facebook, can be powerful channels not only due to its popularity and vast audience reach at a much lower cost, but also due to the opportunities consumers’ word-of-mouth can create (Du, Bhattacharya, & Sen., 2010). The second challenge is concerned with minimizing stakeholder scepticism. Stakeholders quickly become suspicious of the CSR motives when companies aggressively promote their CSR efforts (Du, Bhattacharya, & Sen, 2010). Communicating CSR is a very delicate matter. It requires a certain sensitivity and balance, where organizations face the paradox of demonstrating social responsibility without communicating it blatantly, and being simultaneously credible, informative, and engaging (Chaudri, 2016). There’s also no room for inconsistencies, as CSR is all about being selfless and charitable, the need for transparency and honesty is a must, since on one hand, these activities can have a backlash effect if stakeholders become suspicious and perceive predominantly extrinsic motives in companies’ social initiatives (i.e. when the company is seen as attempting to increase its profits) and, on the other hand, stronger attributions to genuine concern are likely to be associated with more positive reactions towards the company, both internally and behaviourally (Sen et al., 2006). Kesavan et al. (2013) also found that social media is increasingly perceived by consumers as a more trustworthy source of CSR information than traditional media tools (e.g., TV and advertising). Based on above argumentation we formulate: H1: Online co-created CSR activities have greater potential for raising awareness than the traditional communication channels. H2: Online participatory CSR activities can increase consumers’ empowerment levels. Research design Globally, the questionnaire is composed of 28 questions, separated into three sections. The first section is composed by 14 questions that measured social networking usage, current CSR awareness levels, general use of the traditional CSR communication channels, current level of control felt by respondents towards CSR activities, the empowerment felt after companies adding cause choice freedom and respondents’ attitudes towards the effectiveness and outcomes of participatory CSR initiatives. The second section of the questionnaire consists in 10 questions regarding a real CSR initiative, implemented in March 2016, by one of the biggest Portuguese retailers - Continente. After a brief contextualization, the questions measured activity recall rate, participation rate, reasons to (or not to) participate, WoM dissemination rate (or propensity), perception of brand image after the initiative and attitudes towards online co-created CSR initiatives (acceptance levels). The third and last section contained 4 questions regarding socio-demographic measures, namely: nationality, age, gender and educational level. The launch of the questionnaire comprises two stages: for the first stage, it is prepared a pre-test of the questionnaire, which was the pillar for the second and main stage: the online questionnaire. Pre-testing is a method to evaluate in advance if a questionnaire causes misunderstandings, ambiguities, or other difficulties with instrument items to respondents, helping researchers minimizing future errors. During the pre-test stage, a total of 10 people is selected to be monitored while responding to the first draft of the questionnaire. This stage provided important insights about each one of the questions previously elaborated, allowing for reviewing and refining them, as well as adding more questions that revealed to be relevant for the study. As for the second stage, the online questionnaire was launched in social networks - Facebook, Instagram and LinkedIn - and in an international forum - Reddit, from 18th of June of 2017 to 01th of August of 2017. Results and conclusions Findings from 322 valid responses provide clear evidence that co-creating socially responsible activities in social media can indeed increase not only the awareness for such actions, but also increase empowerment, participation levels, positive word-of-mouth dissemination, and reinforce consumer-brand ties in the process. Currently, individuals feel very low control regarding the process and the outcomes of CSR initiatives, and that by providing interactivity experiences and adding freedom of cause choice, organizations can increase stakeholders’ empowerment levels, consequently enhancing participation, one of the dimensions of consumer engagement. Online users are starting to connect with their preferred brands in social media and are demanding interactive experiences. Although SNS presents many opportunities for brands to guarantee that they remain relevant to its consumers and other stakeholders, the findings imply that social media remains unexplored as a CSR communication channel by organizations. Considering that the traditional communicating channels used to inform shareholders about these initiatives have a very low adherence by the general public and that they are failing to provide more awareness to CSR activities, brand managers need to devise different strategies for the optimal communication of these initiatives in new channels, which have higher potential to result not only in improved attitudes and brand image, but also in the increased intent of stakeholders to commit personal resources (e.g., money, time, etc.) to the benefit of the company, in a near future. Even for the users who do not follow brands in their SNS, for example, companies can still use SNS tools such as targeted posts (i.e. promoted posts that appear in target users’ feed), to ensure that their awareness and relevance levels remains significant, especially when companies are seeking for users with specific interests.

The concept of performance-based contracting (PBC) has received an increasing attention in both academic research and business practice over the last decade. Typically, in a PBC an industrial supplier is paid based on the outcome created with an investment good. This payment covers the actual usage as well as all related maintenance and repair efforts for the resource (Böhm, Backhaus, Eggert, & Cummins, 2016). Although the concept of PBC is not new, research on this topic is still on a preliminary level (Essig, Glas, Selviaridis & Roehrich 2016). As the customer orientation in service-oriented sales processes is crucial (Haas, Snehota, & Corsaro 2012; Terho, Haas, Eggert, & Ulaga 2012), our study explores customers’ requirements and motivational patterns within a PBC sales process. We report on data obtained in laddering interviews with 31 PBC-experienced customers in Europe from three industries (industrial air supply industry, gas supply industry, filling and packaging industry). Results from a means-end-chain analysis indicate that PBC customers have a higher sense of duty (e.g., by analyzing suppliers’ competence for operating a PBC), a distinct need for security (e.g., by requiring positive emotions for purchase decision), a comprehensive sense of responsibility (e.g., in terms of the long-term contractual obligation) and perfectionist values for purchase decisions (e.g., by striving for an optimal technical and contractual PBC design). Since these aspects address the PBC sales process, our study contributes by generating empirical evidences for value-based selling techniques and by generating management implications for a customer-oriented selling of PBC.

This study proposed an alternative model specification to increase accuracy of conceptualization of the definition of customer engagement and provided theoretical justification for the model in specific social media contexts. The proposed model is a formative construct based on theoretical contexts and observational data. The construct comprises six formative first-order dimensions, namely “influencing behaviors,” “participation in activities,” “customer knowledge sharing,” “feedbacks,” “helping other customers,” and “customer-to-customer interaction.” The study findings offer a basis for identifying indicators of distinct dimensions in the proposed construct. Three models with different conceptualization specifications were estimated and subsequently compared using survey data.

Customer engagement (CE) has commonly defined as a psychological state or process that leads to customer loyalty (Brodie, Hollebeek, Juric, & Ilic, 2011). CE research has received increasing attention due to its critical role in luring favorable customer experience and outcomes such as brand trust, affection, and future purchase intention (Harrigan, Evers, Miles, & Daly, 2017; So, King, Sparks, & Wang, 2016). Despite scholars’ continuous efforts in advancing the CE field of study, several limitations remain unaddressed. First, empirical research focuses primarily on antecedents and consequences of CE that are derived from individual dispositions (Harrigan, et al., 2017); thus, customer actual behavioral outcomes of CE are generally unexplored. Second, most, if not all, empirical research investigates the nomological network of CE based on individual-level factors (Khan, Rahman, & Fatma, 2016; So, King, & Sparks, 2014). Such an individual-level approach is important as it builds the necessary foundation of the CE domain of study. Yet, the roles of organizational strategic position are largely ignored, while organizational-level situational factors are rarely considered. This research aims to bridge the aforementioned research gaps by constructing both individual-level dispositions and organizational-level situational factors into an integrated framework. In particular, this research seeks to explore the roles of two organizational strategic initiatives – service environment and brand equity – on customer engagement and its impact on customer behaviors.

Before purchasing new products, customers often have the desire to consult a variety of information sources (e.g., product tests, online reviews, frontline-employee advices) to make better purchase decisions (Broilo et al. 2016). However, the process of information search has changed tremendously over the past decades due to digitalization and an increasing number of online content (Jerath et al. 2014; Noble et al. 2006). Companies’ reactions to these new information search opportunities are very different. For example, Amazon decided to dispense with frontline-employees in their physical store (Forbes 2017). Other companies provide free Wi-Fi access in their bricks-and-mortar stores to support customer online activities (e.g., Woolworths and Best Buy). The purpose of this investigation is to uncover how frontline-employee interaction and mobile Internet search at the store affect consumers’ buying decision process. Initially, an exploratory study on different information sources at a physical store was designed with the aim to provide insights about the impact of information search on consumers’ product choice certainty. The qualitative data analysis shows that most participants had a main focus on content that is related to the considered products. However, there is an essential difference between the focus on perception of information and the source characteristics for participants in the mobile search and frontline-employee condition. While consumers who use their mobile devices to search online for information were more aware of information characteristics, consumers who get personal advice from a frontlineemployee mostly indicated expertise, credibility, and persuasiveness of the information source to be relevant. The results of a quantitative field study provide an initial examination of the influence of the information source on customers’ product choice certainty and its drivers. In this context, the investigation demonstrates that mobile Internet search as well as customer service can support customers in case of making a certain purchase decision for a product. However, customers who got their information by frontline-employees instead of using their mobile devices to search online for information are more certain about their product choice. This is in line with the results of the qualitative study, since an interaction with the frontline-employee leads to higher interactive decision making.

Specifics of emerging markets raise some questions on the applicability of wellestablished marketing concepts and scales, widely used in the developed markets, in the context of emerging markets. Over the past twenty years emerging markets have remained one of the main focus of marketing research. The interest of the researchers to the emerging markets is not accidental, it is caused by the peculiarities of the developing markets. Specific features of the emerging markets challenge the use of approaches designed for developed markets in emerging markets. Existing research describes peculiarities of emerging markets and shows the evidence of inability to use the theories designed in the developed markets in emerging markets (Burgess, Steenkamp, 2006; Sheth, 2011). The external environment and the increasing competition force companies to rethink their marketing activities and seek new sources of competitive advantages, and one of the primary tasks for the company is the development of customer orientation (Jacob, 2006; Ellis, 2006; Frambach, Fiss, Ingenbleek, 2016). Customer orientation (CO), as one of the key concepts of contemporary marketing, requires rethinking in the context of emerging markets (Sheth, 2011; Roersen, Kraaijenbrink, Groen, 2013; Smirnova, Rebiazina, Frosen, 2018). The purpose of this paper is to develop a tool for a complex evaluation of the company’s CO adapted to the specifics of the Russian emerging market. The empirical study includes mixed qualitative-quantitative design: at the first stage a quantitative survey with representatives of 239 companies operating in the Russian market, and at the second - 62 in-depth interviews were conducted to test the CO scale’s applicability to the Russian market.

In this paper we explore the concept of gamification and its business applications in the Russian companies. Gamification has been introduced in 2003 and since that time it has acquired a wide recognition as an efficient tool to enhance front-office and back-office business processes increasing performance and boosting engagement of the participants. Gamification refers to the use of game elements and designs in non-game environments. As a result customers and employees involved stay more focused and motivated to accomplish the chosen goal. We explore customer engagement practices (gamification) of the Russian companies including application areas, funding and perceived efficiency of these initiatives and their shifts over time. Our analysis is based on two waves of data collection: 2015 and 2018, as the result we outline four groups of practices based on the scope of the gamification techniques used and variety of the business processes involved. Also we provide comparative analysis and observe changes in gamification use over time.

Introduction The retail environment, which is offering special experience to consumers based on customized consumer lifestyle, creates customer value from voluntary customer engagement. In recent study, it is shown that customer engagement is becoming an important factor which determines the characteristics of customer behavior in the retail and hospitality industries. However, the study of customer engagement has mainly focused on its performance in marketing field ( Hapsari, Clemes, and Dean, 2017; Kumar and Pansari, 2016) and most researches have handled the concept of customer engagement from the perspective of online environment(Shin and Byun, 2016; Jeon, 2016). Theoretical Development This study aims to investigate the psychological motivation for customer engagement and to examine the underlying factors of customer behavior in offline retail environment based on experience economy theory and Self-Determination Theory(SDT). First, this study investigates the relationship between perceived psychological benefits (autonomy, competence, and relatedness) and intrinsic motivation. Also, this study tried to analyze the relationship between intrinsic motivation and customer engagement (conscious participation, enthusiasm, and social interaction). Second, we tried to examine the relationship between customer engagement and customer creation value (functional value, hedonic value, and social value). Thirdly, we suggested the effect of customer creation value on customer purchasing behavior (shopping memories, customer satisfaction, word-of-mouth, and revisit intention). In addition, we attempted to find the mediating effect of the hedonic value between customer engagement and shopping memories; customer engagement and customer satisfaction. Futhermore, we investigated the mediating effect of shopping experience between hedonic value and customer satisfaction. Finally, We discussed the managerial implication for differentiated competitive advantage in the experience-based retail environment. Research Design and Model Testing To test the research hypotheses and our research model, we conducted questionnaire survey from the respondents who have ever been to the major experience-based shopping malls within 6 months. Through the confirmatory factor analysis, reliability and validity of the study constructs were verified. By using the structural equation model, research hypotheses were tested and most research hypotheses were statistically significant and accepted. The final research model also showed the statistical significance with the goodness-of-fit indices. Result and Conclusion As shown in the results of this study, the experience-based retail environment leads to higher customer engagement and increase the customer’s hedonic value and reinforce positive shopping memories. Specifically, the experience-based retail environment is offering psychological benefits and customers enjoy experience itself. During the shopping experience, the customers are motivated for customer engagement. The managerial implications of the study results for the corporate managers in the retail and/or hospitality industries were also discussed.

Hospitality and tourism industries have recognized that engaging with customers via social media is now a critical element of their marketing strategy. Given the high variability of success with which firms have been attracting customer interest online, businesses are clearly struggling to determine exactly the right methods to use the newest technologies. This study presents a predictive model of attributes for online posts that evoke a high level of customer engagement. The contribution to the literature is a unique set of features that have significant impact on customer engagement, using a big-data set to support findings. In accordance with theories originating from Social Belongingness and Brand Community Marketing, findings indicate that appeals to a sense of community belonging have a significant impact on customer engagement in social media. Specifically, communities have idiomatic vocabularies consisting of “activation words” that are especially effective for engaging customers on social media. This has both theoretical implications in that it constitutes a large-scale, real-world confirmation of belongingness hypotheses, and managerial implications in that it suggests best practices for maintaining an online presence.

Online review sites such as Booking.com or Tripadvisor are considered to be the most accessible and valuable feedback platform in the hospitality industry (Verma et al., 2012; Xiang & Gretzel, 2010; Yoo & Gretzel, 2008). To keep pace with customers’ use of social media, hotels have recently begun to use customer-generated content or online reviews to assist in decision-making (Chan & Guillet, 2011; Leung et al., 2013) since reviews can affect customer satisfaction and ultimately hotel sales and profitability (e.g. Ye et al., 2011; Zhang et al., 2011; Kim et al., 2016; Berezina et al., 2016;). However, limited research efforts have been made to understand customers’ satisfactory and unsatisfactory experiences by analysis of online reviews (Kim et al., 2016; Berezina et al., 2016; Rhee & Yang 2015 a;b; Levy et al., 2013; Li et al., 2013; Kim et al., 2015; 2016; Kwok & Xie, 2016). Furthermore, the effect of different service characteristics on hotel performance is expected to be assymetrical and non-linear (Mikulic & Prebežac, 2008; Füller et al. 2006; Kim et al., 2016; Zhang and Cole, 2016). The objective of this study is to analyse online reviews and determine whether different hotel service characteristics have assymetrical or symmetrical effects on hotel customer satisfaction. A total of 8.540 online customer reviews (from Booking.com) for 42 4 and 5 star hotels in Athens, Greece were analysed in terms of the overall score of the hotel and the individual service characteristics (cleanliness; location/access; personnel quality; installation quality; room quality; food quality; service process quality, and perceived value) for a 2-year period. Data was analyzed using penalty-reward analysis (Mikulic & Prebežac, 2008) and the three factor (satisfiers, dissatisfiers, hybrid) theory of customer satisfaction (Matzler & Sauerwein, 2002; Matzler et al., 2003). Results show that there are indeed asymmetric effects on customer satisfaction. The most powerful frustrators are cleanliness and perceived value and the highest impact dissatisfier is room quality, followed by installation quality and food quality. Only personnel quality and location/access are hybrid factors, meaning that they can have symmetric effects on customer satisfaction. Also, no characteristic was found to be a satisfier or delighter showing that delighting customers is very difficult. Results also differ according to reason for travel (leisure / business) and type of traveller (solo, groups, families, friends). The results of this study can serve as a guide for customizing hotel services for each type of customer. This can lead to higher customer satisfaction and higher perceived overall performance of hotels as expressed in online reviews. Also, higher review ratings can influence overall profits.

Introduction Recent years have witnessed a rapid growth in sharing service businesses. In B2C sharing-service businesses such as Zipcar, customers share goods and services provided by a service firm with other customers and perform the roles played by service employees in traditional service businesses. Consequently, how well one customer carries out expected tasks influences the quality of service provided to other customers. Extant studies have emphasized the importance of a governance system to prevent such a social dilemma as the personal interest of an individual being pursued at the sacrifice of the interest of the community. However, few studies have empirically examined the effect of different design of a governance system. To fill this gap in the research, this study examines the framing effect of customer messages on customer intention to cooperate by complying with the request by the firm. Theoretical development For customers to be willing to cooperate with a firm, they have to be first motivated to do so. The framing effect of on customer motivation has been well demonstrated (Ganzach & Karsahi, 1995) in diverse service contexts such as healthcare (Christensen, Heckerling, Mackesy, Bernstein, & Elstein, 1991), education (Fryer Jr, Levitt, List, & Sadoff, 2012), and consumer behaviors (Ganzach & Karsahi, 1995; White, MacDonnell, & Dahl, 2011) In the context of service consumption, motivation is defined as the inner driver that triggers an individual to cooperate with the service providers (Tsai, Wu, & Huang, 2017). Whether messages were framed as a gain versus a loss exerted a significant impact on consumer motivation. In the consumer behavior contexts, consumer reactions to frames were mixed (Ganzach & Karsahi, 1995). In this study, we will examine the framing effect in the context of sharing service consumption. H1: In the B2C sharing service context, the framing of customer message (gain vs. loss) will affect customer motivation to comply with the request of the service firm. Customers tend to behave different depending on the value they pursue through consumption (Hwang & Griffiths, 2017). Even in the same consumption context, values of customer pursuit can vary widely. Hence, we intend to examine the moderating effect of customer value perception of sharing service on the effect of message framing on motivation. Studies showed that customers pursuing utilitarian values consider monetary savings and convenience as important, while customers pursuing symbolic value consider status and self-esteem as important and those pursing hedonic values consider entertainment and exploration as important (Rintamäki, Kanto, Kuusela, & Spence, 2006). The framing effect was shown to differ by the emphasized value of the product in the context of advertisement. A gain frame was more effective than a loss frame when the ad highlighting the hedonic attributes of a product while a loss frame was more effective when the ad stressing the utilitarian attributes of the product (Lin, 2007). Taken together, we conjecture that customers pursing different values will react differently to the same frame of messages and the level of motivation triggered by the same message frame will also differ. H2: Customer value perception of sharing service will moderate the framing effect of customer messages (gain vs. loss) on motivation. Specifically, customers pursuing utilitarian values will react more strongly to the messages framed as a loss (H2a), while customers pursuing hedonic or symbolic values will react more strongly to messages framed as a gain (H2b). The effect of motivation on customer behaviors and behavioral intentions have been well demonstrated (Ganzach & Karsahi, 1995). In the service context, customer cooperation behaviors induced by motivation significantly influence the efficiency of service operations (Mills & Morris, 1986). We propose that the motivation enhanced by customer messaged influence customer willingness to cooperate. H3: In the B2C sharing service context, motivation affects customer willingness to cooperate. Methodology Data will be collected from American consumers who have used a car sharing service at least once in the past one year through an online scenario-based survey using a 2 (message frames: gain vs. loss) x 3 (values of sharing service: utilitarian vs. hedonic vs. symbolic) between-subject experimental design. Hypotheses will be tested by an analysis of variance and a regression analysis. Implication The findings of this study will help P2P service firms better design customer messages in inducing customer cooperation and how to customize the design by customers’ value perceptions of sharing service.

The customer engagement construct has been widely investigated in the marketing literature since 2005. Scholars in hospitality and tourism have perceived the importance of this construct and tried to propose both conceptual framework (e.g., So, King, Sparks, & Wang, 2016) and measurement scale to capture this phenomena (e.g., So, King, & Sparks, 2014). However, there is no consensus in many issues such as conceptualization (Dijkmans, Kerkhof, & Beukeboom, 2015) and dimensionality (Romero, 2017). In addition, this construct is relatively new in hospitality and tourism. Hence, the direction for future research and what has been done in the past are indispensable for researchers since it reduces research fragmentations in the future. The study aim is to use existing works in hospitality and tourism literature with the systematic literature review to summarize facts and address the future research. SCOPUS and ISI were employed as the main databases to search and identify the relevant articles. A total of 19 out of 590 documents was identified and selected to analyze and classify based on types of research, country, and journal. In addition, the issues of theoretical background, conceptual framework, conceptualization, dimensionality, statistical analysis, key contributors are summarized respectively. Finally, this study addresses the scope of potential future research in a realm of hospitality and tourism.

Companies are increasingly faced with a growing number of social enterprises entering the market, as well with an appealing business model for many customers. However, the role of social enterprises as a driver of customer well-being has not been examined so far. Given the relevance of customer well-being for company success, this paper seeks to identify whether buying products from social enterprises leads to a different degree of customer well-being compared to the purchase from other organization types. The findings reveal that buying products from social enterprises leads to a higher degree of customer well-being than buying products from for-profit companies. In contrast, purchasing from non-profit organizations leads to a slightly higher customer well-being than buying from social enterprises. Furthermore, the results show that the organization type has an influence on customers´ company perceptions, which, in turn, guides the perception of customer well-being.

The antecedents of customer loyalty have been a subject of interest to marketers and researchers alike. Few studies have investigated the moderating influence of brand image on customer satisfaction and loyalty. A framework was developed and tested to link casino service quality with satisfaction (affective and cognitive satisfaction) and loyalty (revisit intention and willingness to recommend). The influence of brand image as a moderator was also proposed. Quantitative surveys with 240 mainland Chinese tourists, who were the major source of tourists in Macau, were conducted. All the proposed hypotheses were supported. This study contribute knowledge on customers’ satisfaction and loyalty to casinos by explaining the interrelationships between casino brand image, casino service, customer satisfaction and loyalty. The research demonstrates that satisfied customers are more inclined to revisit and recommend the casino. These relations are stronger for customers who scored higher in image than those who scored lower. The study provides promotional marketing strategies for the casino industry and theoretical suggestions for future study.

Mobile shopping motivations affects the interaction between mobile shoppers and mobile retailers. This study examines how mobile shopping motivations affect value co-creation, customer equity drivers, and customer lifetime value through a structural equation model. Mobile shopping motivations as mobile shoppers’ needs are time saving, right purchase and money saving. To meet mobile shoppers’ needs, mobile shoppers, mobile retailers, and other customers are willing to collaborate. Value co-creation that Yi and Gong (2013) scaled includes customer participation behaviour such as information seeking, information sharing, responsible behaviour, and personal interaction, and customer citizenship behaviour such as feedback, helping, advocacy, and tolerance. The results indicate that mobile shopping motivations are significant determinants of value co-creation behaviours, implying that mobile shopping motivations are driving factors of value co-creation. Customer participation behaviour has significant effects on value equity and brand equity while customer citizenship behaviour shows positive effects on brand equity and relationship. As for customer lifetime value, relationship equity has significant positive effect, while value and brand equity had no significant influence. This study also shows that mobile shopping motivations affect both value equity and relationship equity of mobile shopping apps by improving information sharing, responsible behaviour, and personal interaction, feedback, helping, and advocacy. Value equity and relationship equity also have significant effects on customer lifetime value. The authors discuss the theoretical and managerial implications for their findings.

Customer-owned touch points have emerged as a central context for customers to interact with one another on social media (Lemon and Verhoef 2016). Empirical research on firms’ presence and behaviour in these forums is limited, especially as regards how this presence affects customer experiences. This study is an attempt to address this this gap, analysing customer experiences from such forums using self-determination theory as a lens. The results show that companies’ efforts to control the discussions in such forums have a negative impact on customers' cognitive experiences. However, firms’ intervention is welcomed when the intention is to add value to customers in these forums, and allow customers to retain the feeling self-efficacy, and social affiliation and autonomy (Ryan and Deci 2002).

The power of social media is colossal considering that the number of worldwide users is expected to grow even more in the future reaching 2.95 billion by 2020. Because of the apparent customer engagement in these platforms, companies spend on average 11% of marketing budgets on social media and this expenditure is expected to grow to 19% over the next five years (CMO Survey, 2017). However, the main challenge the companies are facing is how to convert the social media investments into effective marketing and contribution to company’s performance. The customer engagement (CE) in social media catches a strong attention from scholars (Brodie et al., 2013) as well as experts of online marketing (Dessart, Veloutsou, & Morgan-Thomas, 2016). Even though there is a significant progress in the conceptual (Van Doorn et al., 2010) and empirical (Brodie et al., 2013) analysis of CE, its clear understanding remains still insufficient. Customer engagement’s definition requires more attention as there is inconsistency in the terms because of a lack of agreement on the terminology (van Doorn et al., 2010). Noticeable differences exist concerning also the measurement of CE and what exactly this phenomenon encompasses (Dessart et al., 2016). Particularly, the empirical studies show incongruity in the number and the nature of the dimensions (Sprott et al., 2009; Brodie et al., 2013). To investigate the complex and emergent occurrence of CE in social media, this research endorses a managerial-oriented approach using rich qualitative data from three different sources covering a variety of views for different social media platforms (41 companies/24 advertising/communication agencies, and 10 research/consulting firms). The results illustrate the gaps among customer engagement’s conceptions, the customer engagement dimensionality, and the metrics of social media performance beyond customer engagement.